Amy Weir, a consultant working as interim Improvement Manager, was invited to provide an independent perspective on progress.  She informed the Committee of her experience in the field of Children's Services and that she was a current Joint Area Review Inspector for CSCI.  She then outlined the work she had been doing for the Council.  

She commented first on the commitment she had found within the Council to respond to the JAR inspection findings and resolve the issues.  It was a complex process, made harder by the fact that there were 17 recommendations to address; the JAR process now usually envisaged no more than eight recommendations unless there are exceptional circumstances.  Agreeing the actions and timescales had therefore been a lengthy process which had also involved negotiation with the DfES and, more recently, Government Office for the West Midlands.  By the time the final agreed JAR improvement Plan had been produced many of the actions had already been achieved.

The second piece of work she had had to contribute to was the production of the Children and Young Peoples Plan with Council officers and also with partners.  This had been delivered on time ion April 2006. The associated Children and Young People’s delivery plan had to incorporate the response to the JAR and to incorporate other performance requirements in children’s services. 

She is now working on performance management systems for children’s services developing the structure and processes to ensure that children’s services performance can be reported efficiently.

Her view, speaking as a “critical friend”, was that there had been significant improvements, especially in the area of safeguarding children, where the fundamental issues had been speedily addressed.  She noted the efforts to recruit social workers and the development of the Local Children’s Safeguarding Board and the burgeoning development of performance management systems.  

She added that the development of the performance management system was

essential to ensure there was clarity about what was happening and that action was being followed up.  This involved many changes to working practices, new linkages and systems and would take time to develop and to be embedded.

She welcomed the fact that the Council was working with the Institute of Public Care, which had a very good reputation, to address the issues it faced.

In summary she considered that there had been enormous effort and commitment to improve and significant progress.  Most of the performance indicators showed good performance though some still required further attention. 

The issues which needed to continue to be addressed were: to make sure an effective performance system was in place, which in time should be improved by opportunities offered by the Herefordshire Connects Programme; to maintain the impetus for and pace of progress; and to maximise the benefits which could be gained from the external advice from the Institute of Public Care and others which would help to drive improvement and ensure the best possible outcomes. The improvements in performance to date had benefited from the commitment and enthusiasm of staff and managers in children’s services and it would be crucial to continue to support them with strong leadership and direction.

 



In the ensuing
discussion the following principal points were made:



 



·         
It was
requested that consideration should be given to the format of future reports to
ensure that they were more legible, for example the performance graphs, and
that a glossary was provided.



 



·         
Regarding
action 5 in relation to JAR recommendation 1 as set out on page 3 of the agenda
papers it was noted that the increase in the number of referrals meant an
increased workload for social workers.



 



·         
It was asked
why the section in the performance management report on page 9 of the agenda
papers, setting out issues to address identified by the JAR, did not include
reference to the JAR’s comment that the Committee was ineffective.  The Director replied that the performance
management report focused on service improvement issues and that improvements
to the Council’s governance arrangements were being dealt with as part of the
Council’s overall Improvement Plan.



 



·         
The input of
an independent critical friend to the discussion was welcomed.  It was suggested that continuing to engage
such input in the future would be beneficial.



 



·         
A question was
asked about the position on staffing and the proposal to consider recruiting
staff from the United States of America, as referred to in the section in the
performance management report on pages 9 and 10 of the agenda focusing on
detailed action to address issues identified in the JAR.



 



·         
The Director
commented that the aim was to achieve a staffing level for social workers in
line with comparator authorities.  On
the face of it this would require an additional 15 social workers to be added
to the establishment.  However, she
viewed this apparent gap with some caution and considered that it would be
important to test the indication that 15 additional staff were indeed
required.  The JAR had found that once
people were in the system the service they received was good, the shortcoming
had been in arrangements for people to gain entry into the system.  A full analysis of staffing needs would be
undertaken as part of the response to the JAR. 




 



She added that there was currently insufficient funding for 15
additional social workers and whilst consideration was being given to the
matter as part of the budget preparation process it had to be recognised that
providing that level of funding resource – funding and people was not going to
be feasible.  



 



·         
The Head of
Safeguarding commented that there was a national shortage of social
workers.  Consideration was being given
to how to be creative in the Council’s recruitment process, opportunities to
recruit from other countries with comparable social work qualifications,
retention measures, and the scope to encourage existing staff take up social
work as a career and obtain social work qualifications.



 



·         
In relation to
JAR recommendation 16, relating to improving housing provision, a question was
asked about the reduction in the number of families being housed in bed and
breakfast accommodation and what provision had been made for those families.  In reply the Director referred to the report
made to the Committee on the issue in June and commented on the work of the
Homelessness Prevention Team in helping families to avoid becoming homeless, and
the support and advice being provided to those who were homeless to help them
secure accommodation.



 



·         
A Member noted
that, whilst most welcome, the success of the Prevention Team in dealing with
potentially homeless families was having an adverse knock on effect on other
families seeking housing.



RESOLVED: That the report be accepted, whilst noting the
ongoing consideration being given to the staffing position in particular.